1. Are Your Company’s Talent Management
Practices Optimized to Address the Future
Changing Needs of Your Business?
People – Process –Technology – Strategy - Compliance
Expert Panel Discussion / Presentation
The Chicagoland Chamber of Commerce
January, 25, 2012

2. 2
Introductions
• George Langlois, PhD
▫ President of Organizational Strategies Inc.
▫ Director of the Center for Research and Services at IIT
▫ 25 years experience in organizational effectiveness,
executive assessment and talent management systems
• Lori Muehling, PhD, RODC
▫ Director of Talent Management & Organizational
Development at Exelon Generation
▫ 25 years organization development, talent management
and human resources experience
• Carl Kutsmode
▫ Partner at talentRISE LLC
▫ 20 years recruiting and talent operations management
consulting experience

3. 3
Panel Discussion Overview
Talent Management Trends & Leading Practices: What key components make
up the talent management system of top performing companies?
• George M. Langlois, Ph.D., President, Organizational Strategies, Inc. and Senior Consultant to
talentRISE
Talent Management Critical Review Business Case - What are the practical
considerations to consider when reviewing and revising your talent management
practices?
• Lori Muehling, Ph.D., RODC, Director of Talent Management & Organization
Development, Exelon Generation
Optimizing Your Talent Decisions – How top performing companies who optimize
their talent management practices are able to make informed talent decisions that
ensure future business performance goals are met?
• Carl Kutsmode, Managing Partner, talentRISE

4. 4
Talent Management Trends &
Leading Practices Framework

5. 5
Future Trends: Changes in Overall Talent Mgmt CEO Priorities in 2011/2012
Greatest Shift in Focus is On:
1. Performance Management
2. Emerging Leaders
3. High Potential Employee
Development
4. Experienced Hiring
5. Workforce Planning
6. Retention of Employees with
Critical Skills
7. Talent Assessment
8. Senior Leader Development
9. Campus / College Hiring
10. Benefits to attract / retain talent
Source: Deloitte - Talent Edge 2020: Blueprints for the new normal (December 2010)

6. 6
Why the emphasis on talent?
• High performing companies do better at managing and
retaining talent
• Valuation of companies is in now measured by its talent.
• Business environment is more complex and dynamic
• Boards and financial markets are expecting more.
• Employee expectations are also changing.
Source: DDI – Nine Best Practices for Effective Talent Management (White Paper 2009)

7. 7
Best Practice View of Strategic Talent Management
Talent Identification & Performance Management
Proactive Talent Retention
Business Alignment & Development
• Aligned Core Competencies • Performance Mgmt • Turnover Analysis
• Job “Performance Profiles” • Leadership SKILLS • Early Warning Systems
• “Right Fit” Talent Training • Retention Planning &
Recruiting, Assessment & • Leadership Analysis
Selection DEVELOPMENT • Employee Engagement
• Succession Planning programs • Market Competitiveness
• Workforce planning • Career Development & (Comp, Benes, Benchmar
• Talent Supply/Demand Planning king)
• Talent Gap / Risk Analysis • Hi-Potential Talent
• Aging Workforce Analysis Pipeline Relationship
• Workforce Diversity Mgmt
Key Underlying Processes
Alignment with Business Objectives
Assessment
Coaching
Environmental Analysis

8. 8
Best in Class - Talent Management Framework Overview

9. 9
Key Points / Take Aways
• Align with your business plan
• Measure
• Integrate and streamline

10. 10
Business Case:
A Talent Management Critical
Review

11. 11
Talent Management Critical Review
- Business Case Overview
• Why do a current state critical review and not just take action on known
issues?
• How did you chose the approach and why?
• Who owned/sponsored it? Who were the key stakeholders involved?
• What were the key considerations you needed to be sure to address to
ensure success?
▫ Critical Success Factors
• How can the results be used and applied?
▫ Expected Outcomes / Key Findings?

12. 12
Proactive Supply of Talent and Team Effectiveness
We need to be proactive in generating a steady supply of leaders to
meet anticipated demand for leadership talent and drive team
effectiveness.
Faster Growth and
Ultimate goal: Improved Business
Performance
Organizational
Enabled by: Right People in the
Right People Right People
Clear Strategy Structure and
Right Roles
in the Right Roles in the Right Roles
Processes
Identify/Select Develop Team Team
Requires: Leaders Leaders Work Development
Retain
Leaders

13. 13
Best Practice View of Strategic Talent Management
Talent Identification & Performance Management
Proactive Talent Retention
Business Alignment & Development
• Aligned Core Competencies • Performance Mgmt • Turnover Analysis
• Job “Performance Profiles” • Leadership SKILLS • Early Warning Systems
• “Right Fit” Talent Training • Retention Planning &
Recruiting, Assessment & • Leadership Analysis
Selection DEVELOPMENT • Employee Engagement
• Succession Planning programs • Market Competitiveness
• Workforce planning • Career Development & (Comp, Benes,
• Talent Supply/Demand Planning Benchmarking)
• Talent Gap / Risk Analysis • Hi-Potential Talent
• Aging Workforce Analysis Pipeline Relationship
• Workforce Diversity Mgmt
Assess your current practices against leading
practices to determine where your greatest gaps
are in being able to BEST support our future
business objectives

14. 14
Example: Current State Assessment Scorecard Sample -Talent Mgmt Practices
Talent Identification Dir VP TR
Core Leadership Opportunity to develop core set of leadership competencies for each role
Competencies / Traits and manager training and tools on how to assess them using behavioral
anchors;
Talent Assessment & Business Talent Reviews annually are not assessing strengths or
Selection leadership competencies.
Succession Planning / Readiness assessment criteria lacks mobility and situational experience
Pipeline +Bench criteria.
Strength
Talent Management & Development Dir VP TR
Performance Too focused on development plan completion and business / operations
Management experience focused, not leadership skills and competency gap assessment
and development focused”; No “Off track” flags.
Leadership Skills Leadership competency development specific training programs exist. No
Training Programs training on performance coaching / development conversations or how to
assess leadership competency.
Leadership No formal career or coaching program – candidate driven; Used ad hoc
Development Programs mainly to correct performance or close a technical skill gap .
Career Development & Manager training is needed on developmental and competency
Planning assessment conversations; Career path checklist needed.

15. 15
Key Points / Take Aways
• Drive Toward Excellence
• Ownership
• Best Practices/Industry Differences
• Focus
• Prioritization/Critical Few

16. 16
Optimizing Your
Talent Decisions:
The Power of Workforce
Intelligence

17. 17
What are YOUR Biggest CHALLENGES related to
TALENT?
Compensation
Performance
Systems / Automation
No Planning Recruiting

18. 18
Do You Know Where YOUR Organization’s Greatest
Workforce / Talent Risks Are?
▫ Workforce Diversity Mix
▫ Aging Demographics / Retirement Trends
▫ Turnover trends
▫ Headcount trends
▫ Talent Supply / Demand for Critical Roles
▫ Projected Talent Need in critical roles– Gap/Surplus
▫ Succession Pool Health
▫ Readiness Pool
▫ Integrated Talent Management Technology and Processes
▫ HR Talent Management Metrics
▫ Others?

19. 19
Leveraging Workforce Planning Technology for Talent Intelligence
- Example - Executive Summary Report

20. 20
Example: Workforce Gap Analysis by Critical Role

21. 21
Example: Talent Supply / Demand Analysis – Available Talent Demographics
and Market Competitors for Engineering Directors / Managers
Central NJ ( Trenton-Ewing-Princeton)

22. 22
Example: Headcount Trend Analysis

23. 23
Example: Turnover Trend Analysis

24. 24
Example: Workforce Diversity Analysis
Diversity something many employees and leadership teams are measured on. Insights into
diversity gaps in your organization will help them link action plans to their short and long term
diversity recruiting and development goals.

25. 25
Example of Revenue Risk Analysis Related to Identified Workforce Planning Gaps

26. 26
Example: Aging Workforce Demographic Trends Analysis
• Analyzing workforce aging demographics
against projected retirements can provide
significant insight into critical role succession
pool health.
▫ 7.1% expected in the next 1 year
▫ 7.7% expected to retire in the next 2 years
▫ 8.9% expected to retire in the next 3 years

27. 27
Complimentary Talent Risk Analysis Report
• To conduct an analysis for your organization, we will need an HRIS data export of the following
current workforce data for the employee group you wish to have analyzed. A minimum of 100
records is needed to run a report.
• A report will be generated within 3 weeks of receiving the data from your HR team:
▫ Position Title
Additional questions needed to complete the
▫ Department financial risk analysis section of the report:
▫ Hire Date
▫ Birth date Percentage that headcount is expected to increase
or decrease next year in this role or overall?
▫ Date Entry into Current Role
▫ Termination Date Industry classification?
▫ Termination Reason
Total annual gross revenues
▫ EEO Gender
▫ EEO Race Total annual gross expenses
▫ Last Performance Rating Score
Average revenue per employee
▫ Annual Pay
▫ Employee Employment – Full time / Part Time Overtime policy
▫ Employee Exempt Status – Exempt / Non Exempt

28. 28
Questions
George Langlois, Ph.D.
Ph 312-320 7614
glanglois@org-strat.com
www.org-strat.com
Lori Muehling, Ph.D.
Ph (630) 657-4162
Lori.Muehling@exeloncorp.com
www.exelon.com
Carl Kutsmode
Ph 773 509 6801
carlkutsmode@talentrise.com
www.talentRISE.com